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Interview with the Executive Board 6 7 The greatest opportunities are to be found in innovation “In 2009, the foundation was laid for a revolution in aviation. Managing the global economic and financial crisis was an important task. The challenge now is to identify new entrepreneurial opportunities – and to take them. This is only possible when the familiar and established is challenged and new approaches are encouraged. A revolution therefore holds the same great potential for both airlines and airports.” Michael Eggenschwiler, Chief Executive Officer, Flughafen Hamburg GmbH “Aviation is a very innovative and dynamic industry – in both economically healthy times and difficult periods. This is demonstrated, for example, by the developments in materials for aircraft construction and by the rapid improvements in engine efficiency. Crisis years are not necessarily the catalysts for such developments, but they can certainly be a driving force and promote the rapid market launch of these advancements.” Claus-Dieter Wehr, Managing Director, Flughafen Hamburg GmbH Michael Eggenschwiler, Chief Executive Officer (l.) and Claus-Dieter Wehr, Managing Director (r.) with the hydrogen-powered Antares aircraft Michael Eggenschwiler and Claus-Dieter Wehr talk with DLR Project Manager Dr Josef Kallo
8 Interview with the Executive Board 9 2009 was an extremely challenging year for global aviation. Nevertheless, there are signs that the worst is over: demand has stabilised, the economic outlook is brightening. Has the industry learned anything from the crisis year of 2009? What are the important fields of innovation? An executive-level discussion about future opportunities with Michael Eggenschwiler and Claus- Dieter Wehr. “When the economy is weak, many companies concentrate purely on measures with short-term effects. You decided to go against this trend and declared ‘Innovation’ the guiding theme for the financial year 2009. What was the reason for this?” Michael Eggenschwiler: “Aviation is facing a major step. Crisis management has been the order of the day since the autumn of 2008. But it is important that we work towards a fundamental revolution. Ultimately, it is not sufficient to just continually manage a crisis. That would effectively mean making the crisis into the status quo and basing your company on short-term action. It is important to now switch into a different mode and look for the opportunities – and the greatest opportunities are to be found in innovation, in the sense of controlled revolution.” Claus-Dieter Wehr: “Anticipating future developments and optimising processes are important things for a company. Particularly in economically difficult times, this makes it possible to differentiate oneself from the competition and to surprise customers with new approaches. This takes courage. Sometimes, one just has to take a risk and be a pioneer. The airlines, passengers and visitors honour that courage.” “What innovation impressed you in 2009?” Michael Eggenschwiler: “If one considers all the innovation projects throughout the entire industry, then it was, without question, the maiden flight of the hydrogen cell-powered Antares DLR-H2 aircraft – a world première at Hamburg Airport. This showed how applied technologies can be further developed: the research and development takes place initially in the automobile manufacturing sector, and the results are then transferred to the aviation industry, where they are further enhanced. The German Aerospace Center understands better than almost any other organisation how to bring practice and theory together to work hand in hand for more efficient aviation.” Claus-Dieter Wehr: “Antares also shows how successfully science and the commercial sector work together in Hamburg. Antares DLR-H2 has found its home at Hamburg Airport, under the care of the specialists from Lufthansa Technik. Together with the other two major companies, Airbus and Lufthansa Technik, Hamburg Airport plays a substantial role within the Top Cluster projects in Hamburg. In 2009, it was possible to launch many new initiatives. Hamburg Airport provides a practical home for the “Airport 2030” flagship project, even though we view some aspects of this project as essentially long-term, visionary work.” “Why is this innovation so important to you?” Claus-Dieter Wehr: “Antares uses energy released from the burning of hydrogen as an alternative energy source – this is revolutionary and visionary. Projects like this allow lateral thinking and keep research and development in aviation exciting. Furthermore, it brings the common ground of ecology and economics into focus for all decision-makers in the aviation industry.” Michael Eggenschwiler: “Every energy saving and every reduction of emissions increases the commercial viability of the aviation system. It is therefore in the fundamental interest of our industry to play a leading role in both the development of ecologically efficient high performance technologies and energy reduction and emissions reduction projects. Antares DLR-H2 demonstrates this complicated technology in a way that the general public can understand; this alone makes it very worthwhile.” “Will innovation in aviation play a decisive role in 2010, too?” Michael Eggenschwiler: “Most definitely, because innovation opens doors of opportunity. Alongside the revolution I described earlier, there must be another revolution in our dialogue with the general public: the aviation industry needs to more clearly present its passionate dedica tion to global environmental protection. The industry is committed; aviation in particular is a perfect example of combining ecology and economics.” “For me, innovation is ...” Michael Eggenschwiler: “...wanting the revolution, planning it, bringing it about, controlling it. With reference to aviation, the aim of the revolution is to combine the customer’s wishes with cost reduction and revenue growth. This is something that the system partnership between airlines and airports must achieve, because anything that improves the system will help airlines, airports and our mutual customers, in both the passenger and freight segments.” Claus-Dieter Wehr: “...challenging the familiar and developing something new. Innovations either arise from a change in demand or they cause a change in demand.”
Page 1 and 2: hamburg-airport.de Annual Report 20
Page 3 and 4: Annual Report 2009 Contents The Com
Page 5: Foreword from the Supervisory Board
Page 9 and 10: 12 13 Business Units
Page 11 and 12: 16 Department of Aviation Marketing
Page 13 and 14: 20 Aviation Division Only system of
Page 15 and 16: 24 Center Management Division Hambu
Page 17 and 18: 28 Real Estate Management Division
Page 19 and 20: 32 Ground Handling Division Ideas a
Page 21 and 22: 36 Subsidiaries and holdings Import
Page 23 and 24: In Focus: Service 40 41 Ideas compe
Page 25 and 26: 44 Economic Situation and 45 Group
Page 27 and 28: Flughafen Hamburg GmbH: balance she
Page 29 and 30: Hamburg Airport Group: balance shee
Page 31 and 32: Appendix (notes on the financial st
Page 37 and 38: Group cash flow Group Capital Flow
Page 39 and 40: Declaration of Compliance of Flugha
Page 41 and 42: 76 The year in 77 faces and stories
Page 43 and 44: 80 81 September October November De

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